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Asia Pacific Journal of Management

Erschienen in:

01.06.2008

Attributive change in top management teams as a driver of strategic change

verfasst von: Riu Yokota, Hitoshi Mitsuhashi

Erschienen in: Asia Pacific Journal of Management | Ausgabe 2/2008

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Abstract

This study examines the role of top management team (TMT) member succession in breaking organizational inertia. We compare the impact of two types of change in TMTs—in member number and demographic heterogeneity—on subsequent strategic reorientation using data on the diversification activities of firms in the Japanese textile industry. Our findings suggest that executive succession does not trigger strategic change unless succession entails change in the values and interests of executives embedded in their demographic traits.

Vorheriger Artikel Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust

Nächster Artikel Export channel structure in a newly industrialized economy

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We use the following equation to obtain the logit transformed dependent variables (Ashton, 1976) \( D_{L} = \ln {\left( {\frac{s} {{1 - s}}} \right)} \) D _L: Logit transformed dependent variable s: Dependent variable

Results for the robustness test are available from the authors on request.

This part of the discussion owes much to the thoughtful and helpful comments from one of the anonymous reviewers. The authors are, of course, responsible for the entire content of this paper.

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Titel: Attributive change in top management teams as a driver of strategic change
verfasst von: Riu Yokota
Hitoshi Mitsuhashi
Publikationsdatum: 01.06.2008
Verlag: Springer US
Erschienen in: Asia Pacific Journal of Management / Ausgabe 2/2008
Print ISSN: 0217-4561
Elektronische ISSN: 1572-9958
DOI: https://doi.org/10.1007/s10490-007-9060-5

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